PlexTrac builds pentest reporting and threat exposure management software for security teams at Fortune 500 companies and firms including Mandiant, Deloitte and KPMG. Its revenue operations team was quoting out of Word documents and rep memory, so nobody could say reliably how a deal had been structured or what a customer had bought. DealHub AI replaced that with one quoting system wired into Salesforce, covering new business, renewals, expansion and subscriptions. PlexTrac committed to a nine-week deadline and implemented all four motions inside it, and sales, customer success and product now read deal structure and pricing off the same record.
New business, renewals, expansion and subscriptions all went live inside one deadline.
Reps build quotes against set pricing and approval paths instead of negotiating internally.
Executives, customer success and product read the same deal record in Salesforce.
Before DealHub AI, a PlexTrac quote was a Word document and the knowledge behind it sat with whichever rep had built it. Nobody could answer what a customer had bought, how a deal had been structured, or how much discount had been given, without someone reconstructing it by hand. Leadership was assembling revenue insight manually, customer success went into kickoff calls without knowing what had been sold, and product had no reliable read on which products were selling. Then the team gave itself nine weeks to replace all of it.
Our quotes are Word documents and the pricing logic lives in people's heads. What happens to that knowledge when a rep leaves?
We are about to sell renewals, expansion and subscriptions on top of new business. Why are we still tracking all four in documents?
Customer success walks into kickoff calls without knowing what was sold. How are we supposed to deliver on commitments we cannot see?
We have nine weeks and a pipeline that is already moving. Can we implement a full CPQ without stalling the deals in it?
| Before | After |
|---|---|
A nine-week window, with new business, renewals, expansion and subscriptions all still to build. | All four motions live inside the window, with deals in the pipeline still moving. |
Reps structured deals their own way and settled the differences by internal negotiation. | Reps quote inside set pricing, deal structure and approval routing. |
Changing pricing or packaging meant development work, or living with the tool's structure. | RevOps changes pricing, approvals and product packaging without engineering. |
Customer success found out what a customer had bought after the deal closed. | Customer success reads the purchased configuration before the kickoff call. |
“In the beginning when we started, we’ve kind of broken down our implementation into phases… We had a very, very tight deadline of nine weeks to implement… In those nine weeks, not only we were able to implement the new business, we actually implemented the whole thing.”
Ayelet Germanski
VP Revenue Operations
The plan was new business first, with renewals, expansion and subscriptions to follow later. All four went live inside the nine-week deadline instead.
VP Revenue Operations, working with the DealHub AI implementation specialist and the customer success team assigned at onboarding.
Business-owned. Revenue operations configures pricing, approval logic and product packaging without engineering support.
Full platform live in nine weeks, covering new business, renewals, expansion and subscriptions.
Planned in phases, new business first with renewals, expansion and subscriptions to follow, then delivered as one release inside the same nine weeks. DealHub's implementation specialist trained the team to run it themselves during the rollout.
Salesforce (CRM, with deal data captured at quote time).
Low after go-live. Pricing, approval and packaging changes need no engineering support.
DealHub is ISO 27001, ISO 27701, ISO 22301, and ISO 42001 certified, holds SOC 1 Type II and SOC 2 Type II attestations, and is GDPR and CCPA compliant, alongside additional security, privacy, and compliance frameworks.
Eliminate the
Friction between Quote-to-Revenue
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